There are several reasons why Agile Transformation might fail or just creep. Interestingly, all these situations have a common denominator. The list that the presenter undoubtedly only covers some cases. This talk shows the most common reasons that might impede Agility in organizations. Also, what would be a remedy for each of these factors?
The Definition of Done (DoD) is a common understanding within the Scrum team on what it takes to make your software ready to be released. In their book “Managing the Unmanageable”, Mickey Mantle and Ron Lichty propose an extensive list of what a Definition of Done should include.
Every business needs effective project management to fulfill its mission and goals, whether a small-town bakery or a tech giant at the forefront of innovation. Seamless project execution and the capacity to pivot quickly in response to market needs have become the foundation of long-term success.
Agile has lost its shine, “corporate agile” has stripped away all the fun, passion, excitement and learning. Adding Objectives and Key Results (OKRs) just makes it worse: a reinvention of top-down management by objective with added metrics to mislead and distort reality.
Agile transformations are difficult, and often simply fail. After all, change is usually disruptive. Even an organization that wants to embrace change can see mediocre results. The underlying causes vary from ignorance on how to transform, to full and hostile resistance.
Received business wisdom holds that clear lines of responsibility, and single points of accountability, are crucial to give Scrum team members clarity over their expectations; but doesn’t that sound a little too close to a mechanism for blaming people?
The goal of the book “Lean-Agile Software Development – Achieving Enterprise Agility” by Alan Shalloway, Guy Beaver and James R. Trott, is to propose a vision of Agile software development that goes behind the current practices, more specifically Scrum, to integrate the principles of Lean development.
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